Tag: Talent Acquisition

81% of employers have implemented sign-on bonuses

According to the WTW 2022 Mid-year Compensation Survey, employers are using a number of strategies to attract and retain employees. From increasing flexibility to sign-on bonuses, employers are having to think out of the box as the hiring market remains tight.

The survey found that 71% of employers have difficulty attracting and retaining employees with digital skills while 66% said the same for professional employees. For hourly roles, 61% of respondents said they are having difficulty hiring and keeping workers.

To help attract and retain workers, WTW found that employers are:

  • Hiring employees at the higher end of salary ranges, 86%.
  • Increasing flexibility in where employees work (for example, home versus office) and how they work, 84%.
  • Offering sign-on bonuses to attract talent, 81%.
  • Using retention bonuses to keep employees, 65%. Organizations that are enhancing the use of retention bonuses are most likely to target such bonuses to managers (82%) and professionals (80%).
  • Increasing training opportunities, 55%.

Lesli Jennings, North America Leader, Work, Rewards and Careers at WTW commented: “Employers are leaving no stones unturned in their battle to find and keep talent.”

The WTW survey also found employers are revising their salary budgets to hire and keep workers. Respondents said they are planning or considering:

  • Boosting their current salary budgets, 44%; 23% already have done so.
  • Adjusting salary budgets throughout the year on an as-needed basis, 46%; 22% already have.
  • Making more frequent salary adjustments throughout the year; 7% already have.
  • Adjusting salary ranges (i.e., minimums, midpoints and maximums) more aggressively, 46%; 18% already have.

The survey took place between May 23 and June 16. It involved 884 organizations in North America that employ more than 15 million people.

Share this article on social media

A framework that solves talent access challenges with an outcome-first approach

Allegis Global Solutions (AGS), a provider of global workforce solutions, announced the publication of a new book for business, human resources (HR) and procurement leaders that takes them on a journey to harmonised workforce strategy and management.

“The Universal Workforce Model™: An Outcome-First Guide to Getting Work Done” talks about the three transformational yet complementary concepts – the Workforce Business Partner, Task-Based Workforce Design and the Intelligent Workforce Platform. The book lays out why organisations must challenge current models for acquiring and accessing talent now and what steps they can take to create an agile business fit to thrive in the new world of work.

Authored by AGS’ Vice President of EMEA Simon Bradberry and Global Head of Strategy Bruce Morton, with contributors John Boudreau (senior research scientist and professor emeritus at the University of Southern California), Ewan Greig (AGS senior manager of workforce solutions), Jessi Guenther (AGS vice president of client delivery) and Sarah Wong (AGS vice president of APAC), the book refocuses on the work itself before jumping to talk about workers, roles and vacancies, offering readers an alternative way to rethink work through outcome-based workforce acquisition.

Bruce Morton, Global Head of Strategy commented: “Current models for acquiring and accessing talent are outdated and flawed. Companies compete for talent they may never fully use, overspend or underspend on contractors based on limited data, and may forfeit budget and quality as a result. This is why the Universal Workforce Model starts with the outcome first, applying a workforce planning model that breaks down siloed resource channels, so organisations can secure the right resource every time, and work most efficiently and effectively.”

The Universal Workforce Model is structured as a journey to harmonised workforce management and has three defining features based on common areas of business transformation – process, people and technology.

Simon Bradberry AGS’ Vice President of EMEA commented: “Advances in AI and services-enabled architecture have given rise to technologies that bring all workforce options into view, making the journey to the Universal Workforce Model possible now. While changing the fundamentals of workforce engagement is not an easy move, the journey should not be a sacrifice to the business. Innovations in work design, evolving strategic relationships between companies and solutions partners and developing expertise to reconfigure work illuminate and make the path forward possible.”

Ken Brotherston, Chief Executive of TALiNT Partners made exclusive comment on the launch of the book: “Companies face immense pressures as they adjust to the ever-changing workforce. What’s important moving forward is that they treat workforce challenges as a priority across the entire business. The concept of the Workforce Business Partner doesn’t replace the work that HR, hiring managers, recruiters, and staffing and talent solutions partners do, but it provides the impetus that enables them to work smarter and with more agility on the journey to a Universal Workforce Model.”

Arkadev Basak, Partner, Everest Group also made comment on the release: “For years, Procurement, HR and business leaders have been forced to struggle with an incredibly complex set of talent acquisition and workforce challenges. Applying a different mode of thought and a new model to rethink, reimagine, and redesign today’s workforce has the potential to bring the focus back on the work itself.”

 

Share this article on social media

Company plans double headcount in five years

Harvey Nash Group has announced that they are being renamed Nash Squared, signalling their intention to grow rapidly over the next five years. The technology and talent company plans to more than double its global headcount from 2,500 to 6,000 by 2027.

The group, which currently incorporates six technology and talent businesses, grew strongly during the pandemic with acquisitions and expansion in Vietnam and Latin America.

They believe that this move positions them as an integrated technology and talent provider and allows clients to build and transform their technology capability in several ways.

The move also distinguishes Nash Squared from Harvey Nash, the company’s global technology talent acquisition brand.

Bev White, CEO of Nash Squared, commented: “The future for our clients lies in helping them build and transform their digital teams and capability in limitless ways, and the Nash Squared brand positions us strongly as a platform to deliver on this. It also supports our significant growth plans; as we expect to more than double our global headcount from 2,500 to over 6,000 over the next five years.”

 “It was very important to retain the Nash name in the group brand as it is a uniting factor to so much of what we do. In fact, many parts of the group call themselves Nashers! Becoming Nash Squared reflects the impact we see when our businesses work together. We are an incredible company that is even more powerful when we collaborate, and Nash Squared is the brand that will take us even further.”

Share this article on social media

Jody Robie, SVP North America at Talent Works talks about ‘the what’ and ‘the how’ of hiring talent, fast

The current recruitment market is like never before. It’s a war for top talent and employers need to sell themselves in a way that both attracts and retains the best of the best. Authenticity is also key here, to ensure that candidates make the right choice about the culture and expectations of the company. On top of this, everything is moving at a mile a minute, and recruiters want – and need – instant results. There is no room for a passive  approach to recruiting right now.

The what 

To compete today, companies need to modify their recruitment approach to create the most compelling Employer Brand. Then comes the challenge of communicating that employer brand to the right candidates via your Employer Value Proposition. 

Recruitment teams have to work harder than ever if they’re going to stand out to top candidates and tempt them to join their organization. But with everything moving so quickly, projects that typically take six months need to be ready for market in less than 2 months. Talent leaders need to ensure they can carry out these projects both quickly and effectively, while not compromising on the quality of talent.

The how

  1. Hire at speed

While taking the time to ensure a candidate is the right fit for your business is ideal, it’s becoming evident that a slow and steady approach is now a luxury few employers can afford. Long-drawn-out candidate experiences will only increase the number of applicants who drop out of your recruitment process. Even if your employer branding is ticking all the boxes, candidates want to move quickly. If you have a good feeling about a candidate, you need to snap them up before a competitor does. 

With speed and agility now crucial, how can we ensure this doesn’t come at the mercy of quality? Recruitment projects that would usually take months, are being squeezed into a matter of weeks. To ensure that you’re not compromising on the right talent, and that the talent you have hired will remain, you need to have  an authentic and relevant 2022 employer brand ready to go. 

  1. Create the most attractive employer branding

As such, having a strong employer brand is no longer a ‘nice to have’, but a must. In fact, 72% of recruitment leaders agree that employer brand has a significant impact on hiring. Businesses need to adapt their recruitment approach to focus on raising brand awareness and excitement around your current openings.. 

This means recruitment and the role of recruiters is becoming  more complicated, and understanding how to sell and market your role and your organization is critical. We’re used to candidates having to sell themselves in an interview, but now recruiters are selling a business to a candidate before this can even happen. Just as marketing professionals promote products and services, recruiters are focusing on their organization’s unique selling points and strengths to convince candidates to take the role over another.

When positions are equal in terms of salary, development opportunities and the role itself, employer branding will differentiate one employer from the next. In turn, recruiters need to express enthusiasm for your employer brand right away, expressing the values, overall mission and culture they can expect. Simply saying it’s a “social office” and it has a “great culture” is not good enough in a market this crowded. Instead, look at your recruitment marketing materials and Employee Value Proposition (EVP) to discover what truly makes your workplace unique.

  1. Promote your EVP

This brings me to the final point. A strong employer brand must be supported by a clear EVP. Your EVP gives potential employees a clear cultural direction and something to buy into. Teamwork, principle fulfillment, recognition, rewards and being nice to people – these are all ‘nice-to-haves’, but they aren’t the makings of a successful EVP. 

Instead, here are a few questions companies should be asking when it comes to their EVP: Does your EVP resonate with your employees in their early careers? Is it meaningful and relevant for your employees whether they  have been there for 6 months, or 16 years? Does it say something unique and special about why people want to work for you? Will your executive team stand behind and embrace the messaging?

A great EVP needs to be transparent about your culture, remote policies, covid requirements, etc. In the hiring process, candidates will get a clear sense of the company’s values and self-select out of the application process in the early stages, saving time for HR and recruitment later down the line. While attracting top talent is the goal, laying out unique differentiators  and more intangible elements of the workplace from the start, is now more crucial than ever. 

Standing out in a candidate-driven market 

The power has shifted and candidates are now calling the shots. As such, finding the best possible approach to hiring at pace, but in a way that doesn’t compromise on quality, will be key in creating an effective and lasting Employer Brand. It might take a bit of time, but in the long term, it will be worth it.

Share this article on social media
Starting salaries show a record rise

According to the latest KPMG and REC, UK Report on Jobs survey, candidate shortages have slowed down hiring in both permanent and temporary recruitment. Even though expansions are high based on previous records, the increase rates hit 11- and 12-month lows, respectively.

The report, compiled by S&P Global, is based on responses to questionnaires from around 400 UK recruitment and employee consultancies.

The survey found that overall staff supply had the steepest drop in four months. Those surveyed attributed the candidate shortages to the low unemployment rate and uncertainty related to the pandemic and the war in Ukraine. Other reasons included fewer EU workers and robust demand for staff.

The candidate shortage has led to significant increases in starting salaries – the salaries for new permanent employees rose at the quickest rate in 24 and a half years. In addition, the average wages for temporary workers also increased at the fastest pace in three months.

Although all UK regions showed increases, there were variations in the various English regions. The Midlands showed the steepest increase in permanent placements, while the lowest increase was in the South of England.

Further variations were noted between the private and public sectors, with the largest expansion in demand being in the private sector.

The IT and computing industry continues to show the steepest increase in demand. Conversely, the softest increase was in the retail sector.

Neil Carberry, Chief Executive of the REC, commented: “We can clearly see that labour and skills shortages are driving inflation in these latest figures. Starting salaries for permanent staff are growing at a new record pace, partially due to demand for staff accelerating and partially as firms increase pay for all staff in the face of rising prices. Record COVID infection levels are also pushing up demand for temporary workers, particularly in blue collar and hospitality sectors, underpinning the ability of temps to seek higher rates.

“However, the overall number of placements being made is starting to stabilise. This is no surprise after a period of historically high growth, and in the face of more economic uncertainty. Even so, the jobs market is very tight. Businesses will need to broaden their searches and be creative in making their offer to candidates more attractive, in consultation with recruitment experts. But government can help by incentivising investment in skills and people during the inflation crisis.”

Claire Warnes, Head of Education, Skills and Productivity at KPMG UK, said: “There’s no end in sight to the deep-seated workforce challenges facing the UK economy. Once again this month, job vacancies are increasing while there are simply not enough candidates in all sectors to fill them. With fewer EU workers, the ongoing effects of the pandemic, the economic impacts of the war in Ukraine and cost of living pressures, many employers will continue to struggle to hire the talent and access the skills they need. With unemployment staying low, there are many great opportunities for job-seekers to join or rejoin the workforce in all sectors.”

Share this article on social media

70% of employers agree that Ukrainian workers could ease UK labour shortage

In a new survey commissioned by UK career and jobs site Reed, research has shown that four in five UK businesses are willing to hire Ukrainian refugees with six in ten hiring managers stating that the government should make it easier for refugees to enter the UK.  

According to the research, UK employers believe the leading benefits of hiring Ukrainian workers are: 

  • An increase in Ukrainian workers could ease UK labour shortages (71%) 
  • The potential to increase workforce diversity (33%) 
  • The potential to increase cultural diversity (29%) 
  • Access to skilled and qualified candidates (27%) 

The language barrier is the biggest challenge, say 59% of recruitment decision-makers with other concerns including uncertainty about the Ukrainian workforce’s skillset (36%) and uncertainty about productivity (36%).  

In response to the research, Reed.co.uk has made some of its career advice pages available in Ukrainian to assist refugees in transitioning into the UK workforce.  

James Reed, Chairman of Reed.co.uk, commented:  “If Ukrainian refugees are to settle in the UK successfully, finding them employment will be the crucial next step to fully integrating them into society for the period that they remain here.  

“It’s encouraging to see such a positive response to this refugee crisis from UK employers. The majority are enthusiastic about the prospect of hiring Ukrainian workers and have identified a range of benefits they can bring to the UK workforce.”

Share this article on social media

Over a year on from the IR35 changes are you compromising your talent acquisition strategy by providing a lack of choice for your flexible workforce? 

It’s now over 12 months since the Off Payroll Working IR35 reforms impacted the private sector.  Now is a good time to reflect on how the market reacted, and over a year on, how businesses are reviewing their approach to their contractor talent base. Let’s have a quick recap of the key change the legislation brought for hirers.   

Since April 2021, contractors can no longer choose their own IR35 status. Instead, the responsibility for determining status, was moved to the hirer.  The hirer needs to decide if the worker is inside or outside IR35 and then inform the supply chain of their decision.  This decision on status is very complex and many hirers have had concerns about getting the decision wrong and the potential implications for them financially and reputationally.   

Looking back it is clear that the vast majority of hirers have responded to the changes by adopting a risk averse position.  Many clients have chosen to simply avoid the question of determining status all together, and instead opted to classify all contractors as inside IR35. The consequence of this significant tax increase for contractors has led in many sectors, to an increase in contractor pay rates as hirers compete for talent.  The shortage of talent during a surge in recruitment post the pandemic has further fuelled pay rate inflation. 

As a consequence, we have seen the vast majority of contractors being forced to change the way they are engaged and stop using their personal service companies (PSC’s).  Instead, a significant number of contractors have been “taken on the books” and offered fixed term or permanent employment contracts by hirers. 

For many HR departments in April 2021, offering contractors full time employment with them directly felt like the lowest risk decision in light of the significant financial and reputational risks of getting IR35 wrong.  Whilst this may have been a quick fix, hirers are now understanding that moving contractors on to fixed term contracts, increases their employment risk rather than engaging them via a contractor management service such as an umbrella company.  Adding contractors to a permanent payroll can also increase complexity as it dramatically increases onboarding and offboarding as well as often complex pension arrangements and obviously the heightened risk of employment claims.  

At a time when the recruitment market is red hot with businesses looking to scale after the pandemic, many of these companies are finding that those contractors are leaving their fixed term contracts to seek contract work again.  For many contractors the reason they chose contracting was because of the variety of work they could take on and the flexibility to choose when and how they wish to work, not to simply reduce their tax bill. 

For hirers, they are also realising that the need for a degree of flexibility in their workforce is key now that many business strategies were ripped up in 2020 and companies are reshaping the size and make up of their workforce to ensure growth or even survival.  Some tech and other businesses now have less than 50% permanent headcount. 

At the start of 2022 we see many hirers, with an inhouse recruitment focus, looking to engage contingent workforce management specialists to ensure they can offer a full range of compliant payroll offerings to attract the right quality and mix of talent.  The right partner can facilitate the IR35 determination process and then provide the full range of payroll options.  They can also offer full indemnities against the risks associated with compliance, including IR35, so a hirer can have the assurance they are mitigating risk and not compromise on talent acquisition. 

So what does a full range of payroll options look like? 

Fixed term contract: this can of course be the most suitable option for some contractors. There is however no need to contract with these workers yourself, and the right workforce management partner should offer to engage these workers directly to remove you from risk and the burden of running payroll which can be complex.  For example, many contractors now expect to be able to pay significant sums into their own nominated pension provider and this significantly increases the payroll burden for businesses. 

Umbrella employment: an umbrella partner, or a preferred supplier list of chosen providers, can help give contractors choice in how they wish to be paid.  Your workforce management provider should be able to help guide you on a suitable process to ensure you pick compliant providers to work with and avoid rogue suppliers who increase your compliance risk. 

PSC’s (inside or outside of IR35): it is perfectly possible to still pay contractors via their limited company.  If you have an appropriate status determination then your workforce management partner should be prepared to be the fee payer and carry the risk.  Even if a contractor is determined as inside IR35, their PSC can still be paid and your partner will deduct the necessary taxes and pay across to HMRC. 

CIS: for those hirers in the construction industry, the Construction Industry Scheme or CIS for short allows any self-employed person to have tax deducted by an appropriate payroll partner and make payments to HMRC on the contractor’s behalf. The remaining tax liability for the year is then settled via the contractor’s self-assessment tax return (SATR). 

Choosing the right workforce management partner can ensure that a hirer provides a full range of choice to a contractor when looking to engage them on business-critical projects.  The right partner should also be prepared to indemnify the client from risk to ensure the business can be assured they are complaint.  IR35 may have disrupted the market, but as the dust settles the most agile hirers will beat their competition by attracting the best contractors to deliver business goals in 2022. 

 

*About giant  

For over 30 years giant has been a specialist in contractor management. Our flexible proprietary software and managed services platform, giant one, can manage contractors through-out their life cycle with you, from candidate attraction, screening and on boarding to timesheet management, billing, employer of record, payroll and payments. In the UK and internationally.  

 Uniquely, the giant one platform is suitable for any organisation with 20+ contractors so you don’t need to worry that your contractor numbers are too small to benefit.  

We take compliance with the complex regulations governing contractors very seriously. To underline our compliance commitment to you, we contractually indemnify you against any tax and employment risk when we manage your contractors.  

And we are independent. Unlike others we do not provide agency recruiting services and we have no affiliated companies that do either. Our neutrality ensures we advise you only, on what’s best for you and your contractors.

Share this article on social media

The Social Media Recruiting Guide

According to talent attraction experts at Adway, they’ve cracked the code to simpler, smarter recruiting that gets you way more candidates and it’s a lot simpler than you think. In a talent-scarce market, isn’t that what recruiters are looking for?

It’s all about automated social recruitment marketing.

As the number of job vacancies in the U.K. continue to reach record highs each month (1.3 million) there’s never been a better time to test out recruitment strategies that truly work. 

Well-executed social media recruiting allows modern recruiters to dive into a talent pool of 4.6 billion+ candidates who are active users on social media. It elevates their employer brand so they can stand out against their competitors, it allows them to tell the story of what it’s like to work at their company! Recruiters can now reach their dream talent on any device.

Automated social recruiting marketing creates a candidate experience that draws from best-in-class e-commerce advertising tactics — with highly-intelligent, targeted ad campaigns that compel candidates to explore the employer’s potential, review job listings and apply on the spot.

Adway’s Ultimate Guide to Social Media Recruiting is a must-read tool for busy TA professionals who want to spend less time hunting for candidates and more time meeting them.

Get the tips and tricks to:

  • Pinpoint where you are in the social media recruiting process
  • Determine the right metrics to track your strategic success
  • Measure your efforts so you can reach your goals faster

If you’re ready to benefit from one of TA’s best-kept secrets — and you need actionable steps to get started — download the Ultimate Guide to Social Media Recruiting today.

https://lp.adway.ai/guide-social-media-recruiting-campaign

Share this article on social media

TALiNT Partners today announced that the TIARA Talent Acquisition Awards Europe 2022 are now open for entries. 

Ken Brotherston, Chief Executive of TALiNT Partners made comment: “The 2021 TIARA Talent Acquisition Awards saw some incredible entries sharing their journeys through the challenges of the pandemic. It has been another truly remarkable year, and talent acquisition teams have had to be incredibly agile in responding to organisational and market changes, so we are delighted to have the opportunity to celebrate the fantastic work that Talent teams have delivered again this year.”

The TIARAs, renowned for excellence and innovation are now the biggest global awards series across the talent ecosystem and what sets them apart from other awards programmes is the rigorous judging process and that each finalist receives unique, detailed and confidential feedback from the judging panel, chaired by Lord Chris Holmes. This is something entrants deeply value as part of their TIARA experience.

The 10 Award categories offer recognition of excellence across all areas of talent acquisition, with a focus on critical resourcing activities that have driven transformation and organisational effectiveness.

Last year’s winners included Greene King, McDonald’s, Kraft Heinz, Essex County Council, Serco, North Yorkshire County Council, BBC, HSBC and L’Oréal. View last year’s winners and highly commended finalists here.

TALiNT Partners will capture some of the best and most innovative work TA teams have been doing and share this in the winners supplement of TALiNT International after the awards ceremony.

The TALiNT Partners Awards Platform makes the entry process straightforward in order that you can easily showcase your achievements through the tailored entry questions in each category.

You can find more information on how to enter here.

Winners will be revealed at the Awards Ceremony on Thursday 6th October taking place at the beautiful 5 star Montcalm Hotel, Marble Arch.

 

Share this article on social media

He has appeared in SIA’s coveted 2022 Staffing 100 North America list. 

SIA has recognized Brian Salkowski, Chief Operating Officer of Guidant Global, as one of the most influential individuals in the recruitment sector.

SIA’s Staffing 100 North America list is positioned as a list of the ‘most influential leaders in the industry’, it comprises 100 individuals who ‘navigated the uncertainties of 2021’ and are ‘charting a course into the future of workforce solutions’. This is the fourth year in a row that Salkowski has received this prestigious recognition.

Guidant Global, a global talent acquisition and managed workforce solutions provider, has a footprint in over 80 countries, and manages 200,000-plus engagements annually for more than 125 clients. Leading the implementation of the firm’s strategic vision and operational delivery globally, in 2021 Salkowski and his team significantly moved the business forward, positioning Guidant Global and its customers for long-term, sustainable success during very challenging times.

Career highlights for Salkowski in the last two years include the introduction of automation technology that eliminates manual processes and inaccuracy concerns, as well as the expansion of proprietary tools for supplier benchmarking insights that more accurately model future scenarios, supporting better talent outcomes for their customers.

In response to the accolade, Brian Salkowski commented: “The last two years have been a uniquely challenging, but also phenomenally successful period for Guidant. Client growth, further geographic expansion, and rapid technological innovation have all helped to cement our position as a global leader in talent acquisition and managed workforce solutions – and I’m incredibly proud that this has been recognized and celebrated by SIA. At Guidant we are proud to do things in a better way, and to be recognized alongside the most influential, visionary, and successful recruitment leaders in this year’s Staffing 100 North America is a genuine honor.”

 

 

Share this article on social media